Best practices in business process redesign: an overview and ...

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Table 1 (continued) Framework Rule Impact Limits Referred Technique Tool Application elements name on BP to by used availability examples Order-based ↘ Time, work ↗ cost Triage ↗ Quality, ↘ time, ↘ cost, ↘ exibility Task composition ↘ Time, ↗ quality, ↘ cost, ↘ exibility Van der Aalst and Van Hee [41] Guideline + examples None Monitoring tasks, iterations Buzacott [36] Illustration on Queuing Illustration of the quantitative e ect of eliminating an example. model iterations on a simple example Castano et al. Guideline + ARTEMIS Entity-based similarity coe cient to evaluate the [40] example + methodology degree of similarities between activities tool framework Unknown Own experi- Guideline None Removal of batch processing and periodic activities ence when possible Too much specialization may have inverted e ects Klein [35] Guideline None None Berg and Pottjewijd [38] Guideline None Example of triage in times of peak demand Van der Aalst and Van Hee [41] Guideline None None Zapf and Speci c for Simulation Tests two “triage” con gurations to decide which Heinzl [42] Call Center one results in better performance results Organizations. Dewan et al. An approach Extension of Applicable to administrative processes with rela- [43] for the integra- PERT/CPM tively stable task structures, such as order ful lltion of tasks. approaches ment by mail order distributors, mortgage process- Discussion ing, medical billing or con guration management in of optimality large scale engineering design projects of applying integration in a process network on cycle-time and cost. Model limited to xed delays Too large Hammer and between tasks Guideline None An electronic company compressed responsibilities tasks may Champy [6] for the various steps or the order ful llment process have inverted resulting in tasks combined into one task executed results. by a so-called “customer service representative” 286 H.A. Reijers, S. Liman Mansar / Omega 33 (2005) 283 –306
Behavioral view Resequencing ↘ Time, ↘ cost Parallelism ↘ Time, may ↗ cost, ↘ exibility, ↘ quality Rupp and Russell [39] Peppard and Rowland [32] Berg and Pottjewijd [38] Reijers and Goverde [44] Van der Aalst [45] Van der Aalst and Van Hee [41] Buzacott [36] The desirability of combining several tasks into one, depends critically on the processing time variability and on the arrival variability Seidmann and Sundararajan [43] Guideline None None Guideline None None Guideline None Applicability:situations with large number of tasks and limited need for adapting information systems because of composition Guideline None None Conditions A heuristic None based on ratios to de ne when to combine two subsequent tasks Guideline None None Guidance on the e ect of task asymmetry on the optimality of the process redesign Queuing models Queuing theory and tendency graphs. Unknown Klein [35] Guideline None Automated kiosks in Disney theme parks Unknown Rupp and Russell [39] Berg and Pottjewijd [38] None None Guideline None None Guideline None In a stylized business process. The end controls are parallelized H.A. Reijers, S. Liman Mansar / Omega 33 (2005) 283 – 306 287
Page 1 and 2: Available online at www.sciencedire
Page 3: Table 1 A survey of best practices
Page 7 and 8: Flexible assignment ↘ Queue time,
Page 9 and 10: Control addition ↗ Time, ↗ qual
Page 11 and 12: companies. They also list suggestio
Page 13 and 14: est practices as proposed by Peppar
Page 15 and 16: 1 2 H.A. Reijers, S. Liman Mansar /
Page 17 and 18: Cost Resequencing Parellellism Knoc
Page 19 and 20: Cost Case assignment Flexible assig
Page 21 and 22: Cost Task automation Integral techn
Page 23 and 24: References [1] Manganelli R, Klein

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